I M P R O V I N G T H E P R A C T I C E O F M A N A G E M E NT
Winning customer loyalty is the key to a
winning CRM strategy
By Darrell K. Rigby, Frederick Reichheld and Chris Dawson
Reprint # 9B03TB01
IVEY MANAGEMENT SERVICES • March/April 2003
COPYRIGHT © 2003
To order copies or request permission to reproduce materials,please
contact:
Ivey Publishing,Ivey Management Services
c/o Richard Ivey School of Business
The University of Western Ontario
London,Ontario N6A 3K7
Tel: (519)661-3208
Fax: (519)661-3882
Email: cases@ivey.uwo.ca
Ivey Management Services prohibits any form of reproduction,storage or
transmittal of this
material without its written permission.This material is not covered
under authorization form
CanCopy or any other reproduction rights organization.
Ivey Business Journal Online
is published by Ivey Management Services
a division of
the Richard Ivey School of Business.
For subscription information,please contact:
Tel: (519) 661- 4215
Email: ibjonline@ivey.uwo.ca
or visit
www.iveybusinessjournal.com
Winning customer loyalty is the key to a
winning CRM strategy
loyalty initiatives, successful and unsuccessful, at more
than 200 companies in a wide range of industries. Based
on our research, we believe CRM fails because most
executives don't know what they are buying or how to
get the most out of this powerful tool. Most of the time,
they're so enthralled by the fancy technology that they
don't start at the beginning-by deciding who their target
customers should be. Yes, CRM software can help to
answer that question. But CRM cannot eliminate the
hard work it takes to create a customer-focused
organization that wins customer loyalty over the long
term.
Form follows function, and the one practice that
illustrates this truism best of all, perhaps, is
customer relationship management. For example,
when choosing a CRM technology, realign your
organization and processes to fit your customer
strategy, and then choose the appropriate
technology. As these authors maintain, tailoring
the technology to the company's business
processes and culture is just as important as
tailoring the business processes to the strategy.
By Darrell K. Rigby, Frederick Reichheld and Chris
Dawson
Why is winning customer loyalty so crucial? Several
years ago, in The Loyalty Effect, Bain & Company
documented the outstanding financial results you can
achieve by cultivating customer loyalty: A five-per-cent
increase in customer retention increases profits by 2595 per cent. The reason? It costs so much to acquire
customers that many of these relationships are
unprofitable in the early years. Only later, when the cost
of serving loyal customers falls and the volume of their
purchases rises, do relationships generate big returns.
That finding prompted a lot of executives to search for
ways to keep their customers loyal.
Darrell K. Rigby is a director of Bain & Company
in Boston and the founder of the firm's annual
management tools survey. Frederick F. Reichheld
is a director emeritus of Bain & Company and a
Bain fellow. He is the author of The Loyalty Effect
(Harvard Business School Press, 1996) and Loyalty
Rules! (Harvard Business School Press, 2001) Chris
Dawson is a vice-president in the Toronto office
of Bain & Company. He leads Bain's Canadian
loyalty practice.
Customer Relationship Management (CRM) is wildly
popular, very expensive and hard to resist. Yet many
executives remain unhappy about CRM and its lack of
results. A Bain & Company survey has shown that 72
per cent of executives planned to use CRM by the end
of 2001. Still, CRM ranked fourth from last out of the
25 tools we tracked for executive satisfaction. Tellingly,
one in five executives had abandoned CRM altogether,
saying that it drove away valuable customers.
Their enthusiasm is not surprising, especially now.
With the arrival of the Internet, it's harder than ever to
keep a customer. They have far more choices, and a
couple of clicks allow them to check out the competition
for a better deal. Churn has gone up. In fact, a company
with a seemingly impressive 90-per-cent retention rate
will lose more than half of its customers in five years.
When times are tough, who wouldn't want to increase
profits and reduce costs, just by keeping more of the
customers you already have?
Why are so many executives unhappy about a
management tool that's so popular? Why do so many
CRM projects fail?
CRM is a powerful tool-in the hands of someone who
knows how to use it-but it can backfire when used
improperly. Many executives, for instance, have used
We've spent the last decade analyzing customer-
-1-
Ivey Business Journal March/April 2003
CRM to gather information on all their customers, so
that they can tailor their offering to the needs and desires
of each one. Unfortunately, micro marketing to a
segment of one suffers from several flaws. For one thing,
catering to a segment of one is wildly expensive. Second,
companies learned more about their customers than they
wanted or needed to know. They got bogged down in
data, and therefore couldn't use the information
effectively.
As we describe in this article, the proper use of CRM
that profitability?
• Why do they buy from you, and not your competitor?
• What percentage of the population do these profitable
customers represent? Can you find more customers
like them?
• What do you have to do to make these profitable
customers do more business with you?
• How are you going to manage the less profitable
customers to cut the cost of serving them?
We're talking about customer segmentation analysis.
Until you know who your profitable customers are, you
can't make proper use of the powerful tool that is CRM.
It can help you in many ways-for instance, in analyzing
customer revenue and cost data; in identifying current
and future high-value customers; or in capturing data
on consumer behaviour related to products and services.
But the CRM software is no substitute for the hard job
of crafting a unique strategy for acquiring and building
relationships with customers, and then retaining them.
Some companies work out their customer-focused
strategies without any help from the new software. WalMart, for example, figured out exactly who its customer
was long before CRM software was created.
You need to make sure that your
company's job descriptions, performance
measures, compensation systems and
training programs back up your
customer strategy-rather than
undermine it.
will lead to solid, lasting and profitable customer
relationships.
Or consider the case of The New York Times. When
the paper wanted to expand, it spent years researching
core customers and saw a lot of potential in readers
outside New York City. Then, in an effort to appeal to
these non-New Yorkers, the Times improved local
distribution to allow for earlier delivery, and customized
weather reports and TV listings. The effort has paid off
handsomely. The New York Times is growing in a
relatively flat industry, and it has a customer retention
rate of 94 per cent in an industry that averages 60 per
cent. All this occurred long before the Times acquired
CRM, which it's now using to automate some processes.
Focus your organization on the customer
Start with your strategy
For all its power, CRM cannot replace a sound,
customer-focused strategy. In fact, you'd better have one
in place before you even consider buying CRM software,
because if your strategy is not customer-focused, CRM
will not help you.
To develop a customer strategy, you need to start by
asking a deceptively simple question: Who is your target
customer? Successful businesses, like Dell and WalMart, know exactly which customers they want and how
valuable they are; they relentlessly seek to exceed those
customers' expectations. On the other hand, if you don't
know who your most attractive customers are, you may
wind up a Kmart not a Wal-Mart, a Compaq not a Dell,
trying to appeal to too many segments and failing to
capture the most attractive ones.
Even the most insightful customer-focused strategy
will go nowhere unless your organization is set up to
reflect and support that strategy. In fact, knowing whom
your customer is-and what he or she wants and needswill inform your decisions on shaping your organization.
You need the right people in the right place, with the
right incentives, to deal properly with the customer.
As you're developing your customer strategy, you need
to ask some other penetrating questions:
Here's an example of what we mean. Say you're a
• Who are your most profitable customers? What drives
-2-
Ivey Business Journal March/April 2003
bank, and you've set up a 1-800 number for customer
service. When the customer calls, your CRM system
identifies the caller and sends the unprofitable ones to a
call centre, while the high-value customers are switched
to a customer representative. But if that person doesn't
have the authority or the competence to deal with the
profitable customer's inquiry, the CRM investment is
wasted.
understands the value of orienting the organization to
retain the loyalty of profitable customers. The premier
insurer of military personnel and veterans, USAA was
historically organized into six regional units, each
comprising large functional departments (claims,
underwriting, policyholder services, etc.) Today, in
response to a greater understanding of what customers
value, those six units have been broken into 110 teams,
each of which focuses on the specific needs of smaller
and more uniform segments of customers. Within these
teams, the thousands of phone reps were split into groups
of 10 or 12. The members of each group work out their
own schedules and vacations, solve problems together,
and are evaluated together. Team members know the
regional idiosyncrasies of the insurance business. They
also know their customers-and each other-better than
they did under the old system. Customers value the
"small company touch." And USAA's former CEO, Bob
Herres, believes the small-team structure is a key reason
USAA has been able to grow and maintain one of the
highest retention rates in the industry, while shrinking
its bureaucracy.
Technology can't replace effective human interaction.
You need to make sure that your company's job
descriptions, performance measures, compensation
systems and training programs back up your customer
strategy-rather than undermine it.
Dealing with the human component may not have the
sex appeal of buying a fancy $100-million software
system or taking over a company. It boils down to the
basics: What does the salesperson say to the customer?
Once again, CRM technology can help you institute the
best customer-focused process. It can process
transactions more quickly; for instance, provide better
information to your front line, and manage logistics and
the supply chain more efficiently. Technology won't,
however, replace hard work on the sales floor.
Think technology: How much CRM do you need?
Once you've built a customer-focused strategy and
backed it up with the appropriate organization, ask
yourself how much CRM technology you need. More
is not necessarily better. In fact, successful CRM
operations are very often low-tech. Think about how
you can motivate and mobilize your employees, for
example. The key is to strike the right balance between
people and software. Tailoring the technology to the
company's business processes and culture is just as
important as tailoring the business processes to the
strategy.
Sometimes an organization's own reward system can
defeat the hard work of its best employees. A case in
point is a major Canadian drug retailer. It discovered
that the second most significant driver of a store's
profitability (after the proximity of a competitor) was
the tenure of the store-manager/pharmacist. Why? Half
of the stores' profits were generated by just over 10 per
cent of customers-the ones who purchased drugs they
needed to take every day. These customers liked dealing
with a pharmacist they knew. More important, they
trusted him; they valued his advice. Yet the retailer's
analysis revealed a serious problem: The store's
compensation system was destroying that link between
customer and pharmacist. The store rewarded success
by transferring the pharmacist/manager to a bigger store
somewhere else.
Consider Enterprise Rent-A-Car, which has 45,000
employees and more college recruits than any other U.S.
company. Enterprise counts on its employees to
implement the company's customer relationship
strategy, so it takes great care in hiring and retaining
employees. The company targets people who want a
"real-life MBA," and tests both the IQ and the emotional
intelligence of job applicants. Recruits start out in the
branches serving customers and giving them the
personal touch-like a ride home-that has made Enterprise
the largest car-rental company in North America. What's
more, profit sharing and a generous compensation
No CRM system will show you that the human
connection drives loyalty. What's more, CRM could
potentially lead an executive to replace the human
connection with a technological one.
The insurance company USAA, on the other hand,
-3-
Ivey Business Journal March/April 2003
scheme have contributed to an employee retention rate
that has helped Enterprise to grow 20 per cent per year
in a relatively flat market. That careful selection of
employees paid off after the 9-11 disaster, when stranded
travellers flooded car-rental outlets across the nation.
Although Enterprise does not have a system for oneway trips, branch managers waived the penalties and
offered customers one-ways. Three days later, it became
company-wide policy. Enterprise will surely win the
loyalty of customers it helped in those dark days.
the case of Mshow, a company that produces training
and marketing programs via the Internet. The company
invested $300,000 to equip its sales force with a "killer
app" designed to boost their performance. In reality,
however, the sales force never intended to use the
software. So Mshow pulled the application, spent more
time figuring out what would help the sales force, and
installed a more suitable system.
You're building a relationship
Customer Relationship Management is, above all,
about building a relationship with your most valuable
customers. You need to know your customers well
enough to determine what kind of relationship they want
to have. Do they want an open relationship? Or would
they prefer to be anonymous? If your customers wish
to be left alone, don't make the mistake of pestering
them with questions and offers of more goods or
services. They'll sense they're being manipulated rather
than managed.
our research shows that the prime driver
of customer loyalty is the loyalty of the
company's employees
Some companies mix it up. Wal-Mart is a great
example of a company that uses a blend of high-tech
solutions and high-touch employees-like flesh-andblood greeters-to increase customer loyalty. Wal-Mart
lets technology work behind the scenes. Its CRM data
warehouse is one of the largest in the world, tracking
exactly what the customers purchase. As a result, WalMart stocks more of the most popular merchandise, and
clusters items that people tend to buy at the same time.
But Wal-Mart does not use the technology to build
profiles of individual customers by gathering addresses
and phone numbers. Instead, Wal-Mart leaves that job
to its local employees, who know their regular customers
and understand their needs.
Getting to know your customer doesn't necessarily
mean investing in the biggest and most powerful datagathering tools available. Building loyalty doesn't mean
asking customers for their phone number every time
they buy something from you. Good relationships and
trust are built over time, with give and take on both
sides, and not too much pressure.
Here's a suggestion: Profile your best customers. Find
out who they are and what they buy. Then map what we
call "the customer corridor"-the entire life cycle of a
valuable customer at different stages of his relationship
with your company. This map will tell you a lot about
the kinds of customers you have. If you use it as a
jumping-off point to conduct limited focused research,
it can help you to identify your customers' unmet needs,
without launching a full-scale investigation.
On the high-tech end is a company like Square D, a
market leader in electrical distribution, industrial control
and automation products, systems and services. After
realigning its business processes, the company literally
brought all 16,000 of its employees into the digital age.
It streamlined the processing of customer queries by
consolidating all of its call centres in one information
centre. Among other innovations, sales engineers now
utilize "middleware" technology to create proposals, via
a plug-and-play menu, on the basis of what the factory
can actually deliver on time in a cost-effective way.
Technology won't create loyal customers
CRM software can help increase customer loyalty in
many ways. It can track customer defection and retention
levels. It can tell you how satisfied your customers are.
But in the end, technology is not the answer.
1The level of CRM technology you choose, then, ought
to depend on your company's strategy and its processes.
Above all, don't fall into the trap of buying an expensive
high-tech CRM solution just because it's there. Consider
In fact, our research shows that the prime driver of
customer loyalty is the loyalty of the company's
-4-
Ivey Business Journal March/April 2003
employees. When Bain analyzed the auto service
business, for example, it found that the highest rates of
customer loyalty were in local garages, because they
had the highest rate of employee retention. Although
most customers felt that mechanics at the chain outlets
possessed better training and equipment, they liked
dealing with the local guy, the guy they knew. Customer
loyalty hinges, as it always has, on committed teams of
high-calibre employees-the kind who exceed the
customers' expectations, rather than just grudgingly
meeting them.
If CEOs expect their employees to do what's needed
to cultivate strong bonds with profitable customers, they
must understand what loyalty is. Loyalty demands that
profits be earned through the success of the company's
partners, not at their expense. Furthermore, loyalty can
be earned only when leaders put the welfare of their
customers and their partners ahead of their own selfinterest. This doesn't mean sacrificing financial gain.
In fact, the loyalty leaders we surveyed in the 1990s
enjoyed robust stock price appreciation; their stock price
grew at twice the rate of their competitors'.
Still not convinced? Think of managing in a downturn.
That's when leaders must rally their partners to fight
rather than switch; customers, employees, dealers and
suppliers must join together to find a solution. Unless
leaders have built relationships based on loyalty to
something more fundamental than today's earnings or
stock price, then nothing will keep partners or customers
from jumping ship the instant a better opportunity comes
along.
So, then, how do you achieve the promise of CRM
profits? Start with customer strategy, realign your
organization and processes to fit the strategy, and then
choose the CRM technology that's appropriate for your
strategy and your processes. It's not simple, and it takes
a lot more than a 90-day technology fix. But it works.
-5-
Ivey Business Journal March/April 2003